Post on 05-Jan-2016
© Straits Knowledge 2006 Information Records and Knowledge www.straitsknowledge.com
Information, Records and Knowledge: An integrated approach for organizational
effectiveness
Patrick Lambe
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Issues1. Information Infrastructure and Organizational
Effectiveness2. Information, Records and Knowledge
Management3. The OzWater Decision Game
Techniques4. Revealing Culture5. Revealing Knowledge and Information Flows6. Mapping and Arranging Knowledge
Agenda
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Organisational Effectiveness: ability to set and achieve organisational goals within target timeframes at a competitive cost and effort; ability to respond appropriately to emerging risks and opportunities in the environment
Info & Knowledge Infrastructure: supports organisational effectiveness by providing:
Consistency - especially in customer facing processesCoordination - especially for minimising errorsControl - for ensuring timely and relevant decisionsCompliance - for facilitating accountabilityCost Control - for avoiding re-work and redundancy.
Effectiveness
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Information Infrastructure
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Knowledge Infrastructure
Know-how
Know-why
Knowledge domains
Inculturation strategies
Experienced users
Collaboration Patterns
Experience
Experience
Learning
Skills
Innovation
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Knowledge Records & Information
IM, RM and KM:
What do they have in common, and where do they compete?
Task: create a working definition of IM, RM and KM, and identify their commonalities and differences
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Knowledge Records & Information
IM, RM, and KM all have claims to make on the document or database
IM primarily serves the timely availability of accurate information to serve tasks and decisions
RM serves the ability to preserve evidence of business transactions and decisions for future reconstruction and reference
KM serves the ability of the organization to leverage its strategic information and knowledge assets for improved effectiveness in managing risks, customers, processes or innovation.
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
IM, RM and KM
Documents & Data,
Infrastructure
IM
Operational
KM
Strategic
RM
Memory
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Managing the Information Lifecycle
InformationManagementFramework
Description Ow
nership
Sec
urity
Compliance
Sharing
Qua
lity
Creation & Collection
Storage
Access
Use &
Disposa
l
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Information Management
InformationManagementFramework
Access RightsOpenness
Reuse
StandardsLegislation/ Regulations
PrivacyConfidentiality
Sensitivity
CustodianshipCopyright
Accountability
ConsistencyMetadataTaxonomy
AccuracyTimeliness
ValueDescription O
wnership
Sec
urity
Compliance
Sharing
Qua
lity
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
IM (working info)
KM (sharing)
IM, RM and KM
InformationManagementFramework
Access RightsOpenness
Reuse
StandardsLegislation/ Regulations
Records Management•Records of organisational activities, decisions, and the direct context for
those activities and decisions•Evidential value
•Informational value•Historical value
•Compliance issues
Knowledge Management•Assuring access to knowledge assets
•Transparent availability•Discriminating relative value of
knowledge assets•Investing effort in high value, sharable
assets•Promoting reuse and avoiding
redundancy and reinvention
RM
EFFORT
© Straits Knowledge 2006 Information Records and Knowledge www.straitsknowledge.com
OzWater
a management decision game
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
OzWater - Background
• Australia-based OzWater is the product of water utility privatization. Formed in 1991 out of three state-owned utility companies, OzWater grew rapidly through acquisitions in Australia through the 1990s. In 2001 it started setting its sights overseas, and targetted municipal water services contracts in Asia Pacific and in South America.
• Shareholder value has grown tremendously, and OzWater is touted as one of Australia’s privatization success stories.
• The company is finding it difficult to sustain its growth as it takes on larger and more diverse water management contracts. Led by a charismatic Chief Engineer, it had formerly prided itself on the experience and skills of its engineers and managers. Training in consistent methodologies and approaches had been a major emphasis. This is now difficult to sustain as the company is recruiting and absorbing staff at great speed to support its growth.
• Meanwhile, the core team of engineers and managers who launched OzWater are heading for retirement.
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
‘Gruff’ PetersenCEO
Doug SimesDCEO &
Finance Director
Carly Sorrentina
Director Corporate
Development
Mark GettitCIO
Glenda BlaneRecords Manager
Dhasha VeluccaDirector
Human Capital
Charlie FranksChief Engineer
Suresh NarayanGM, Project & Quality Mgmt
Jane MaweLegal Officer
David SmithKnowledge
Manager
Danny Digges Asst Director
Business Development
Roy SteadGM Global ICT
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
OzWater – Key Players• OzWater was founded by the current CEO “Gruff Petersen”, Finance Director
Doug Simes and Chief Engineer Charlie Franks – all are now in their early sixties.
• Mark Gettit is CIO and has been with OzWater for five years – he has a strong background in IT control systems for utilities plants, and plays golf regularly with Charlie Franks.
• Carly Sorrentina has been with OzWater for only a year. She is American, and was brought in specifically to head up the newly restructured Corporate Development Division, and spearhead OzWater’s international expansion plans. Her background is in technology sales, not in engineering.
• Dhasha Velucca joined OzWater at the same time as Mark Gettit (five years ago), from a career in public sector HRM. At the time, OzWater was facing union problems with employees who were former public sector workers, so her experience in public sector employee relations helped in resolving the issues successfully.
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
OzWater – Key Players
• Suresh Narayan was previously GM of an acquired OzWater Asian subsidiary in Asia, and has been promoted to corporate HQ to address quality and consistency issues in its international projects.
• Roy Stead looks after global ICT infrastructure. He’s been with OzWater since 1995, and knows the systems inside out.
• Glenda Blane has been with Ozwater from the start, and was previously Registry Manager with one of the original state water companies that made up Ozwater.
• Jane Mawe joined OzWater two years ago.
• Danny Digges is a brilliant salesperson who led much of OzWater’s early expansion, and was a candidate for Carly Sorrentina’s job, but didn’t get it, largely because Charlie Franks was unhappy with the “messy” deals he set up. “If he talked to Engineering more often, he’d know how to sell contracts that we can deliver on”. Doug Simes felt that he lacked the strategic vision that Carly could bring to the company.
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
• You are David Smith, recently appointed Knowledge Manager for OzWater. This is your first senior post in KM, your previous post was as an assistant Knowledge Manager with a global mining company.
• You have just concluded a very successful KM strategy process with the senior management team. You will focus on four core areas to support OzWater’s growth:
a.“Up to speed” – rapid knowledge transfer for new staff, particularly project managers and water engineers – sponsor Charlie Franks
b.“Virtual experts” – cross border collaboration to give OzWater’s subsidiaries and project teams access to the expertise they need, when they need it – sponsor Suresh Narayan
c. “Knowledge base” - a reference resource comprising engineering standards, quality management tools, and project lessons learned repository – sponsor Mark Gettit
d.“Leadership knowledge” – pre-retirement interview processes for senior staff to be captured as stories in a special knowledge base, and integrated into OzWater’s leadership renewal programme – sponsor Dhasha Velucca
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
VERY GOOD
GOOD
SO-SO
NEUTRAL STEPS1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
NOT GOOD
BAD
VERY BAD
Evaluation Table. Evaluate each step in your case study by indicating on the chart whether you think it is a positive, negative or neutral contributor to your desired outcomes
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Focus Questions
• What should David do? • What should OzWater do in relation to its
knowledge, information and records management?
• What else do you need to know to help your future decisions?
• What did OzWater get right, and what did it get wrong?
• What are the key learning points for knowledge, information and records management generally?
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Why KM/IM/RM Projects Are Difficult
1. Too many decisionmakers, focus is not maintained2. Lack of clarity about the scope and objectives because the
needs are complex and the possibilities not well understood3. Lots of inherited baggage, lots of invisible dependencies4. Other factors such as budgeting, funding agencies,
stakeholders, related projects, impact and pressure the timelines
5. Long learning curves for external consultants and suppliers (even internal people don’t understand the infrastructural frictions)
6. A tendency to prefer slower, mechanical channels for information gathering, and a corresponding mistrust for personalised social networks
7. Too few people who are committed to and aware of the project goals and who act as vigilant “wardens” of the change, reminding their peers on a day to day and localised work level
8. Impact for stakeholders gets lost in the mechanical performance of project tasks
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Strategies for Infrastructure Projects
1. Consult intensively, but keep decision-making simple
2. Establish and maintain clarity of purpose 3. Acknowledge the baggage 4. Manage the timeline 5. Shorten and leverage learning curves 6. Use social networks 7. Provide for habit-changing strategies 8. Demonstrate impact to stakeholders
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Issues1. Information Infrastructure and Organizational
Effectiveness2. Information, Records and Knowledge
Management3. The OzWater Decision Game
Techniques4. Revealing Culture5. Revealing Knowledge and Information Flows6. Mapping and Arranging Knowledge
Agenda
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
IssuesBaggage – invisible dependenciesLong learning curvesUsing social networksInfluencing changeUnderstanding stakeholders
TechniquesAnecdotes & ArchetypesSocial Network AnalysisBuilding Information NeighbourhoodsConcept mapping and knowledge subscriptions
Techniques for Infrastructure
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Anecdote Circles - Why
Stories reveal context, engage the imagination, aid concrete understanding of abstract things
For a new employee an organization chart accompanied by anecdotes is much more effective than the organization chart plus a manual
Anecdotes are about people and situations – they reveal attitudes, values and common behaviours
They provide a window into culture
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Anecdote Circles - How
12-15 peopleStarts with focus group component, then workshop
component2-3 hours (provide refreshments)Single focus question to elicit resonant storiesFacilitator avoids intervention except to balance
positives/negativesDo not mix superiors and subordinates in same groupFor large population, do 5-6 sessions, aggregate and
merge the resultsEnsure representation from diverse staff levels,
functions, length of service
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Anecdote Circles - How
Anecdote session
Identify characters in stories
Adjectives to describe characters
Issues in stories
Cluster issues and write a theme or
problem statement
Cluster adjectives and create fictional
character
45-60 mins
60 mins
Debrief30 mins
mix people around
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Elearning
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Strategy Building
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Charlie Brown
How is KM relevant to him?
•It can help him survive his first few weeks
What does he need to do?
•Use KM tools and processes to find his way around and start networking
•Take part in training for KM tools
•Network with key colleagues and peers
Consequences of doing this?
•Supervisors will be pleased with progress
•Will get a good performance assessment
Tools / Resources Available to Him
•Portal/Sages/Care Bear/Speedies
WIIFM
•Less painful start
•Enjoyable workplace, connections with colleagues
Communicating Change
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Communicating Strategy
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Communicating Strategy
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Awareness Raising
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Intervention Planning
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Social Network Analysis
• Maps real connections between people (as distinct from theoretical connections – eg org charts)
• Can be done by questionaire survey (eg “list the people you regularly consult for information on XYZ”)
• This is difficult to avoid bias, people may game their answers, and it’s hard to get complete returns
• Can be done by mapping email transactions, taking email to/from data from the mail server
• This has the advantage of objectivity and completeness, but doesn’t indicate nature of relationship - can only suggest patterns for investigation
• Should always be used with follow-up or complementary discovery techniques
• Can raise ethical and privacy issues, should be conducted with great care – best to engage experienced experts to do it
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Information Flow & Roles
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Information Flow & Roles
• Connector/Hub• Boundary Spanner/Gatekeeper• Influencer/Pulsetaker
Caution: these roles can also look the same as:
• Overdependency• Bottlenecks• Over-control
All maps need to be investigated
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Latent Knowledge
Knowledge Sharing
- trust
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Latent Knowledge
Information Seeking
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© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Mapping Invisible Impact on Infrastructure
Case Study: public sector organization, c.1400 employees
Undergoing major organization strategy implementation with recent restructuring
Wants to use knowledge management to support strategy implementation
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
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© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
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437434
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318317
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295291
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257256
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105 104
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077
065
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004
002001
Group – above 10 emails per week symmetric
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
ABC neighbourhood symmetric links above 4 emails per week
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© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
XYZ all links above 4 emails per week
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483482
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© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and KnowledgeBlur Bob Neanderthal Neo
Busy Bee
The Idol
Ace Roboto Doubting Thomas
Fantastic Flo
Bob the Builder
Professor Owl Donald Trump The OstrichThe Lioness
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Diagnosing Issues
• Stovepipe collaboration, top down• Peer collaboration diminishes as you go down the
hierarchy• Cross-group collaboration very poor• The more responsibility you have the more log-
jammed you become• Leadership distant from operations• Difficult to operationalise new strategy – bridging
competencies not present
What would you recommend?
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
What Makes a City Work?
• Think of a city that you like very much• What are the features that make you like it?
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
What Makes a City Work?
• Diversity of use draws human traffic• Infrastructure of different ages• Supports good range of primary activities –
manufacture, services, trade, education, shopping, entertainment, residential
• Spawns secondary activities – education, entertainment, small traders, SMEs, experimentation
• Diversity of use is not random – it has patterns, which are expressed through neighbourhoods, each of which have their own identity
• Neighbourhoods make the scale of the city manageable
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Designing Information Neighbourhoods
• Purpose: Why would someone come to this neighbourhood?What are the primary activities that this neighbourhood supports?
• Target Information: What are the target (pertinent) information sources needed to support these activities?
• Secondary Information: What are the secondary (relevant) information sources and activities served by this neighbourhood?
• Follow-up: What additional actions might someone want to do after visiting the neighbourhood? Where next? Who might they want to contact?
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Maish Nichani ‘Taming your target content’ 2006
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Maish Nichani ‘Taming your target content’ 2006
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Information Neighbourhoods
Pertinent Content
TR
EA S
UR
ETemporal Extension
Representation Extension
Expertise Extension
Spatial ExtensionAgent Extension
Usage Extension
Relatedness Extension
Entity Extension
Who might you want to contact?
Who might you want to contact?
What follow up tasks might you want to do?What follow up tasks might you want to do?
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Concept Mapping
• Way of representing activities and knowledge• Similar to mind-mapping except the nature of the relationship
between concepts is explicit• Linked concepts should read like sentences
• Useful for mapping knowledge and activity domains (incl expert knowledge)
• Making implicit practices and conventions explicit (incl infrastructural dependencies)
• Can be used as a framework to attach relevant resources and documents (eg supporting information neighbourhoods)
• Useful as induction resources (eg supporting shorter learning curves)
• Can be used to uncover localised knowledge organization needs (eg in taxonomy development)
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© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
http://cmap.ihmc.us/
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Knowledge Mapping
• Centres on the key business activities of the organization• Compiled according to business unit by several employees
working together for completeness• Includes 5 forms of access to knowledge – documents,
methods, skills, relationships, experience• Business units do a “gallery walk” and subscribe to assets
held by other departments as useful to their work• Duplicated effort, gaps, high value knowledge assets
identified
• Useful as input to taxonomy exercise• Useful for identifying shared knowledge neighbourhoods and
potential collaboration opportunities• Useful for identifying information infrastructure improvement
opportunities (minimum effort for maximum no of stakeholders)
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Issues1. Information Infrastructure and Organizational
Effectiveness2. Information, Records and Knowledge
Management3. The OzWater Decision Game
Techniques4. Revealing Culture5. Revealing Knowledge and Information Flows6. Mapping and Arranging Knowledge
Review of the Day
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Mapping communication
patterns - Email SNA
Putting it all together
KM Vision
KM Strategy
KM Framework
KM Roadmap
KM Policies & Guidelines
Dis
covery
Pla
nnin
gK-Map
Cultural Map
Focus Groups
Knowledge audit workshops
Kick-off KM Strategy Workshop
Senior Management
Team
2 day workshop
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
Key Details
What Who Outcome
Focus Groups Representative spread of ABC staff population
Knowledge Sharing Culture map – cultural archetypes
Mapping Communication
I T support (mailserver logs)
Series of maps with analysis & commentary – issues and opportunities
Knowledge Audit Workshops
Operational managers Knowledge map with indication of sharing/ portal opportunities
KM Strategy Workshop Senior management team, KM team, corporate planning
KM Vision; Strategy; Framework; Roadmap; High level Policies and Guidelines
© Straits Knowledge 2006 www.straitsknowledge.comInformation Records and Knowledge
plambe@straitsknowledge.com
Questions?
http://www.straitsknowledge.com/projects/detail/alchemy_workshop_perth_oct_2006/
Resources?